Companies operating in today's competitive markets are compelled to develop new products that accomplish several objectives simultaneously. The products should be competitive in global markets, offer gwd value to customers, be environment friendly, enhance the strategic position of the company, and be introduced at the right time. To meet this formidable set of objectives, companies are embraci...

The new product development (NPD) is the process by which a new product idea is conceived, investigated, taken through the design process, manufactured, marketed and serviced. In the automotive industry, within the context of ISO/TS16949:2002 (the automotive quality management system international standard), these related to the product realization process (PRP) which consists of five phases: "...

A review of the literature regarding the suppliers’ impact on the new product development (NPD) process is provided as a primer to those considering this imitative. The primer shows how the benefits of integrating suppliers within a firm’s NPD design team can be categorized as better, cheaper, or faster. The risks of such involvement and how a firm can increase its chances of a more successful ...

Many new product development (NPD) projects are inherently complex, making effective management of the tasks, resources, and teams necessary to bring new products to market problematic. Frequently, managers of such NPD projects are overwhelmed by complicating factors such as stochastic task times, ill-defined specifications, complex interrelationships between tasks, and information dependencies...

Virtual new product development teams are geographically dispersed and cross-functional, yet they work on highly interdependent tasks by communicating electronically in work groups. This virtual interdependence, among other issues, presents new challenges for the management of knowledge transfer in global New Product Development (NPD). In this project, virtual competencies were studied with the...

The objective of this chapter is to provide an analytical tool to assist organizations in their implementations of intelligent knowledge management systems (IKMS) along the new product development (NPD) process. Indeed, organizations rely on a variety of systems using artificial intelligence to support the NPD process that depends on the maturity stage of both the process and type of knowledge ...

Trust has been found to be important for integrating suppliers ́ knowledge in new product development (NPD). Different degrees of trust have different consequences for NPD. This paper investigates the effects of trust for capturing supplier knowledge in NPD in different situations. Two different NPD collaborations, identified as polar cases, are studied. The findings indicate differences in know...

The elusive relationship between information technology (IT) and business value continues to challenge academics and researchers. Recently, it has been suggested that a process-level framework that accounts for intermediate organizational factors is likely to allow us to better understand the antecedents of the business value of IT. This paper develops a model examining the impact of distinct I...

Scholars have suggested that design thinking (DT) should form an integral part of the new product development (NPD) process. However, contribution DT to NPD over past years is yet be synthesized. In this article, we develop a conceptual framework categorizing how contributes NPD, and present map visualize research in area has evolved 20 years. A systematic analysis 89 journal papers published b...

This study focuses on individual managers’ ambidextrous learning and examines its psychological antecedents consequences in the new product development (NPD) context. Specifically, drawing paradox theory regulatory focus theory, this relationship between (i.e., promotion prevention focus), learning, NPD opportunity recognition, from ambidexterity perspective. Based survey data of 225 managers h...